Strategy
Autonomous growth - that is the success formula
underlying Rabobank's development. In the course
of nearly 110 years, it has grown from a collection
of small, cooperative rural banks into the largest
all-finance concern in the Netherlands, the
world's leading food agri bank and a globally
respected Triple A player. Likewise, sustained
autonomous growth is a leading factor in the
strategic course that Rabobank Group aims to
steer in the coming years.
Three growth areas
Strategy in the Netherlands - Market leader
in all-finance
Leverage distribution strength as a 'near-you bank'
15 Rabobank Group Annual Report 2005
Strategy: Plotting a
course into the future
In the Central Delegates Assembly (CKV) held on 22 March 2006 - the
'parliament' of the local Rabobanks - the exchange of ideas on the
strategic direction, which had been initiated in 2005, was concluded
with the finalisation of the Strategic Framework for 2005-2010. Besides
autonomous growth, this framework is founded on the following
indisputable principles:
- Rabobank is and remains Dutch, with its dominant market position
in agri, among private individuals and in small and medium-sized
enterprises;
- Rabobank is and remains a cooperative; exceptions may be made for
Group subsidiaries;
- Rabobank remains Triple A worthy;
- Rabobank remains independent. A complete sale is not an option.
In any merger with any other party, Rabobank will accept a majority
interest only.
The new strategic framework profiles Rabobank as 'the global food
agri bank with its roots in the Netherlands' and in doing so distinguishes
three growth areas:
- Growth in the Dutch all-finance market, in particular through further
collaboration with Eureko/Achmea and through further strengthening
of Rabobank's position in the top end of the private and corporate
markets;
- Continued expansion abroad as a leading international food agri bank;
- Further growth of and synergy between the Group subsidiaries.
Market leadership in all-finance in the Netherlands remains the chief
goal. In addition to the mass market for banking services to private indi
viduals, small and medium-sized enterprises and the agricultural sector,
there are attractive opportunities for growth in the top end of the priva
te and corporate markets, where Rabobank is in second position alrea
dy. Equally rich in perspective are the 'segments of the future' - young
people and entrepreneurs from ethnic minorities - as well as the urban
areas and a number of product markets. Here, insurance, consumer
credits, investment and real estate financing are the spearheads.
Rabobank will leverage its distribution strength as the 'near-you bank' of
the Netherlands, not just physically but also, and increasingly, virtually.
Using differentiated market strategies, it will respond to differences in
client segments, geographical differences and distinct labels and distri
bution channels. The bank's answer to the growing competition on the
'near-you' aspect lies in expansion of the number of client interface
points. By further expansion of the virtual bank, clients' experience of
Rabobank as 'near-you' and personal must likewise be maintained.
Continuity through sustained autonomous growth.
Rabobank positions itself as 'the global food agri bank
with its roots in the Netherlands'.
